text:
Fun Job...so far.
|Post Reply
Topic Search Topic Options
Platinum Member
Frequent target of infantile obsessives
Joined: 10 June 2002
Status: Offline
Points: 6544
Post Options
Posted: 14 March 2013 at 12:05pm
Miniture wargame design, been at it now for awhile and I have my first demonstration playtest with publisher next friday. Totally a 'home' bussiness, everything being done on my comp and hobby table. If satisfactory will get an 'advance' to finish project and for the costs of printing of rules and charts. So far have the 'rules' set out for final edit, charts are just excell files, got 15mm as well as 1/72nd minitures in the process of mounting and painting. Terrain is harder, right now just differant colored sections of felt layed on main earth colored felt cover of game table. The 'expansion' potential is also there. Keeping me busy. If it flies will be a lot of hobby money coming in. Have talked to our tax guy on implications as well as effect on my disability and SS. Talked to lawyers and miniture manufacturer's and have support from two major mini producers.
Basically a Vietnam squad 'tactical' wargame simular to 'Bolt Action' but more simulation than table top. Individual 15mm minitures, FoW, and Peter Pig Vietnam figures mounted on 'pennies'.
A lot of time in this hope it flies................
|Post Reply
| Tweet
|Forum Jump
|Forum Permissions
You cannot post new topics in this forum
You cannot reply to topics in this forum
You cannot delete your posts in this forum
You cannot edit your posts in this forum
You cannot create polls in this forum
You cannot vote in polls in this forum


text:
Transforming the Jewel
Transforming the Jewel With posh restaurants and a luxurious spa, Pebble Beach has become more than just a renowned golf resort
Bruce Schoenfeld
From the Print Edition:
Greg Raymer, Sept/Oct 2004
In a cool spring night, the new prototype of a Pebble Beach family rolls up to the entranceway outside the venerable Lodge in a late-model SUV. If they own a set of golf clubs, they've left it at home.He works in the film business; she does interior design. They've driven up from Southern California with their two young daughters to celebrate his birthday. They'll visit the nearby aquarium in Monterey, get spa treatments and shop. She can't wait to sit on the terrace of the Lodge at Pebble Beach and gaze out at the spectacular view, to visit the Beach Club if the weather warms, maybe even take a tennis lesson. He's eager to eat at several of the resort's restaurants. And golf, the raison d'etre at Pebble Beach from the day it opened in 1919? Actually, he confides, nobody in the family has the slightest interest.
Going to a golf resort to eat, relax and pointedly not play golf may seem like a curious way to spend a vacation, but Pebble Beach is not just a golf resort anymore. The celebrity-studded ownership group has transformed it into the ultimate connoisseur's retreat since buying the property five years ago. And by broadening the Pebble Beach brand, the owners have created the possibility of future line extensions.
In the same way that Las Vegas managed to grow its appeal from gaming and floor shows to dining, shopping and sports, the Pebble Beach name, which traditionally revolved around golf, has become shorthand for good living. The Club XIX restaurant now offers 33 different bottlings of Opus One, a highly touted new chef, pre-Castro Cuban cigars and 150-year-old Cognac. The spa features huckleberry herbal body wraps and chai soy mud masks, and the Beach Club provides tennis lessons for guests.
"We have guests who have come to play golf at Pebble Beach, and that's their No. 1 reason, their No. 2 reason, their No. 3 reason for being here," says Bill Perocchi, the resort's chief executive officer, who arrived in 1999 after stints at General Electric and Doubletree Hotels knowing almost nothing about golf. "But now, we get other people who have come to experience the spa and the beauty of the area, and to eat at four or five of our restaurants. Twenty percent of our revenue now comes from the retail shops on the property. Two years ago, we didn't have a kids' store, for example. Now we do, and it's doing very well."
Instead of getting the man of the house to Pebble Beach for a long weekend, the whole household now comes for a week. "Your spouse can come, your kids can come, there's just a lot to do," says Tom Klein, who owns Rodney Strong Vineyards and is a minority shareholder in the resort. Klein comes to golf more often than ever because his wife can spend a day at the spa. Then they dine together. Golfers now account for about 75 percent of the resort's guests, according to Perocchi, down from probably 85 percent only a few years ago—but even golfers have to eat, and a growing number of them are enjoying the massages and spa treatments and drinking big-ticket wines. As a result, non-golf revenues and profits are both higher than what the courses are generating.
This wasn't just a case of "polishing the jewel," as the previous owners—Japan's Taiheiyo Club and Sumitomo Credit Service Co. Ltd.—liked to call Pebble Beach, but keeping pace with the market. Former baseball commissioner Peter Ueberroth, who made a fortune in the travel industry, and Dick Ferris, who helped found the Westin hotel chain before running United Airlines, are travel professionals, while Hollywood icon Clint Eastwood and golfer and businessman Arnold Palmer presumably get around enough to spot a trend. They know that what were once the spoils of staying at the poshest resorts—the spacious health clubs and showcase wine lists, the plush robes and high-thread-count sheets—are now de rigueur at every Park Hyatt, Ritz-Carlton and St. Regis. To stand out, Pebble Beach had to offer more.
At the same time, the golf landscape has changed in America, in quite literal fashion. With signature courses such as Bandon Dunes in Oregon and the TPC near Jacksonville, Florida, sprouting from sand and weeds, Pebble Beach can no longer count on its standing as a golf resort to sell its product. Too many other choices exist for the vacationer seeking a memorable golf experience—and world-class coddling the other 18 hours a day. Pebble Beach had to be more luxurious than the other golf destinations—and, from the other direction, offer better golf than the resorts it competes against for today's luxury consumers.
Beyond that, its elderly customer base was dying, replaced by the younger, newly moneyed golfers who wanted a hotel that played to their demographic. "What you used to see here," says Laird Small, the director of Pebble Beach's Golf Academy, "were men in their mid- to late-sixties, usually at the top of their game in business, or already retired. Today's player is more likely to be in his forties or fifties. He's better-traveled and more sophisticated."
In 1998, the old Cypress Room, perhaps the stuffiest place to eat a meal in North America, was ripped apart and replaced with the Stillwater Bar & Grill, all curves and colors, which wouldn't look out of place in one of Bill Kimpton's boutique hotels.
A year later, the investment group headed by Ueberroth, Eastwood, Palmer and Ferris bought the four golf courses, two hotels (the Lodge at Pebble Beach and the Inn at Spanish Bay) and scenic 17-Mile Drive for a cool $820 million. Since then, the shift in emphasis has accelerated. The 22,000-square-foot spa, with 20 treatment rooms, a Flotation Wrap suite, a beauty salon and multi-head showers, was completed in 2000. Casa Palmero, a secluded, 24-suite oasis-within-a-resort, was constructed out of a 1927 estate once used as the residence of Pebble Beach's general manager.
You must be logged in to post a comment.

subset: commoncrawl


text:
International Student Pre-Arrival Guide
Legal Procedures
The Form I-20
The Form I-20 is issued by the Admissions Office of Eckerd College after you have met all the requirements for admission. It is usually mailed to you with a notice of acceptance. It is a very important legal document that allows you to apply for a student visa, travel in and out of the United States, obtain a driver's license, and proves your status as a student.
F-1 Visa
The F-1 visa is a stamp placed on a page of your passport by a U. S. consular officer. It is required for all non U.S. citizens to enter the United States as a student. Unless you already have a valid F-1 visa, be sure to make an appointment to the closest U.S. Consulate in your country to obtain this visa. (If you already have a F-1 visa, make sure it is valid before re-entering the United States).
The Form I-94
During your flight, or when entering the U.S. you will be given a Form I-94. DO NOT LOSE THIS CARD! If the immigration officer doesn't staple the I-94 into your passport, you should do so.
This small white piece of paper indicates the date and port of entry (POE) to the United States, your immigration classification (F-1, tourist, etc) and the date to which you are allowed to remain in the United States.
For F-1 students, the expiration date of the form I-94 will be D/S. This stands for "Duration of Status." It means that your permission to remain in the U.S. in F-1 student is valid as long as you have a valid I-20 and continue as a full time student.
1. Applying for a F-1 Visa:
Once you have received your I-20 from the Admissions Office, contact immediately the closest U.S. Consulate to make an appointment and to inquire about specific application procedures and SEVIS fees payment to obtain your student visa.
Required documents to apply for F-1 visa:
- Your form I-20
- Evidence of financial ability to meet expenses at Eckerd College,
- Your passport - valid for at least six months,
- Form DS-158 "Nonimmigrant Visa Application"
- Photographs
- Applicable fees (SEVIS fee)
Note: The earliest an F-1 visa can be granted is 90 days before the reporting date listed on Form I-20.
2. Entering the United States
You cannot enter the U.S. prior to 30 days from the date indicated in field five (5) of your form I-20. When you arrive at the U.S. port of entry you must present to the immigration official the following documents:
- Your passport - valid for at least six months,
- The F-1 visa stamped in your passport by the consulate,
- Your form I-20 signed,
- Form I-94
3. Upon arriving at Eckerd College
The office of International Student Programs will contact you to collect the following documents:
- Your passport,
- The F-1 visa stamped in your passport,
- Your form I-20,
- The form I-94 issued at the Port of Entry (POE)
In the office, we will copy or scan these documents to keep in our records.
4. Additional legal information
If you have been awarded Financial Aid in the form of "International Work Study" or if you need to find out information about a driving permit, come by the office !! We can show you where to go to apply for a Social Security Card or for a Driver's License.
If you have any question about procedures, feel free to contact the Director of International Student Programs at (727) 864-7678 or preferably by email at firstname.lastname@example.com.


text:
34080 Commerce, De Soto
In ShortKid-friendly eat-in restaurants and small takeout shops alike sport interiors done in the signature red and white with a touch of yellow. Orders are placed at the…
34425 W 91st St, De Soto
In ShortFounded in 1953 as a hamburger-and-root-beer stand, this nostalgic eatery is known for its intercom ordering system and roller-skating carhops. While servers rarely roller…
34429 W 91st St, De Soto
In ShortEstablished in 1939, this fast-food restaurant still makes its legendary fried chicken with the closely guarded blend of 11 herbs and spices originally created by founder…
34429 W 91st St, De Soto
In ShortA pink and blue color scheme, white tile floors and hacienda-like arched windows combine for a subtle Southwestern motif at this fast-food chain. Founded in Southern…
34225 Commerce Dr, De Soto
In ShortThe intoxicating smell of golden fries cooked to crispy perfection and succulent burgers sizzling on the grill permeates the space, while a lively chatting and munching…
32675 W 83RD St, De Soto
33080 W 83rd St, De Soto
29080 W 95th St, De Soto
9101 Commerce Dr, De Soto
33495 Lexington Ave, De Soto


text:
Amoy light soy sauce
Brand Price Match - Checked Tesco.com 23/04/2014
Product Summary
EST 1908. Brings out the savoury flavours. Add Amoy light soy sauce to bring out the intensity of flavours. Brush onto chicken wings or ribs before barbecueing. Splash onto a salad for an interesting twist. For more recipe ideas visit: www.Amoy.co.uk
Water, SOYBEAN, Salt, WHEAT Flour, Sugar, Colour - Plain Caramel, Lactic Acid, Preservative - Potassium Sorbate, Flavour Enhancers - E631 and E627


text:
[ Skip Main Nav ]
You believe that a college degree should expand your possibilities, not limit them. So do we. That's why we offer courses in subjects like communication, literature, political science and math. They're designed to give you a deeper understanding of your world and help you build the effective communication and problem-solving skills that are useful in any industry.
Whether you want to work in marketing, write for the media or improve the quality of our planet, you'll find degree programs that prepare you for these roles — and multiple other careers. No matter which program you choose, know that the skills you gain from the humanities and sciences will never be obsolete.
Learn what a foundation in the arts and sciences can do for you — speak with an Enrollment Advisor.
*Maryland residents completing undergraduate degree programs will earn an emphasis rather than a concentration in a particular area of study.
Foster creativity, critical thinking, problem-solving and innovation with a humanities degree.


text:
Aled Jones Tickets
Sorry! Looks like there aren't any events.
But it's not the end of the world! Click Track above and you'll be the first to know when Aled Jones tickets are available.
Past Tour Dates for Aled Jones
Aled Jones Tour Dates 2013
date city state venue 05/12/2013 London Lnd Union Chapel 05/11/2013 Coventry Wmd Coventry Cathedral 05/10/2013 Exeter Dev Exeter Cathedral 04/27/2013 Guildford Sry Guildford Cathedral 04/26/2013 Truro Con Truro Cathedral 04/20/2013 Salisbury Wil Salisbury City Hall 04/19/2013 York Nyk York Minster 04/17/2013 Derby Dby Derby Cathedral 04/16/2013 Ely Cam Ely Cathedral 04/15/2013 Norwich Nfk Norwich Cathedral 04/13/2013 Wilpshire Blackburn Cathedral 04/12/2013 Liverpool Msy Liverpool Cathedral 04/10/2013 Gloucester Gls Gloucester Cathedral 04/06/2013 Durham Dur Durham Cathedral
Aled Jones Tour Dates 2012
date city state venue 12/23/2012 London Kec Royal Albert Hall 12/23/2012 London Kec Royal Albert Hall 10/25/2012 London Lnd Union Chapel 10/23/2012 Liverpool Msy Liverpool Cathedral 10/22/2012 Derby Dby Derby Cathedral 10/19/2012 Gloucester Gls Gloucester Cathedral 10/18/2012 Cardiff Crf Cardiff Metropolitan Cathedral of St David 10/16/2012 Bangor Gwn Bangor Cathedral 10/15/2012 Manchester Lancashire Manchester Cathedral 10/13/2012 Durham Dur Durham Cathedral 10/12/2012 York Nyk York Minster 10/11/2012 Sheffield Syk Sheffield Cathedral 10/09/2012 Coventry Wmd Coventry Cathedral 10/08/2012 Ely Cam Ely Cathedral 10/06/2012 Guildford Sry Guildford Cathedral 10/05/2012 Truro Con Truro Cathedral 10/04/2012 Bristol Bst Bristol Cathedral 10/02/2012 Norwich Nfk Norwich Cathedral


text:
Transcript: JC Penney CEO Ron JohnsonJuly 18, 2012: 4:54 PM ET
The JC Penney CEO has his work cut out for him in turning the discount chain around. Fortune's Jennifer Reingold interviewed Johnson at Brainstorm Tech. What follows is an unedited transcript of the conversation.
JENNIFER REINGOLD: Good morning, everybody. Good morning, Ron.
RON JOHNSON: Good morning.
JENNIFER REINGOLD: Thank you so much for being here. You should all know that Ron ahs really not spoken to the press in several months, and decided to venture into this space, partly because he's very familiar with it. He is the CEO of J.C. Penney, as you know, but he is also the man behind the Apple retail store, which is the most profitable retail store in the world.
So a lot of people thought he was a little bit crazy when he left, and last November became CEO of a company that is not exactly the most profitable retail store in the world, far from it. So I guess the question for you is a lot of people in this room think that online shopping is the wave of the future, and that in-store retail is dead. So is it?
RON JOHNSON: Yeah. Well thank you for having me here Jennifer, and it's a pleasure to be here. You know, when I joined Apple in 2000, I came from a physical retailer, Target, and people thought I was crazy to go to Apple, because at that time Apple was, you know, losing market share. Gateway was closing stores, you know. What was Apple's future?
But you knew that Apple had a great future because of the tech revolution that was coming, with the Internet and the digital world. So I wanted to be a part of that, and the time at Apple though taught me that ultimately, the physical store has as important place in a connected world, you know.
So if you really look at what's happened at Apple, you know, during the last decade these stores have become the most productive in the world, and while we had the best products you could imagine any retailer would want, Apple broadly distributed them on Amazon and at Target and Wal-Mart, Best Buy, everywhere.
Yet people turn to the Apple store and it's time to buy. So the Apple store kind of played out a model --
JENNIFER REINGOLD: Right. Why was that? I mean why -- I mean people could even buy it for cheaper if they went online, yet they still wanted to go into the store.
RON JOHNSON: You can get every Apple product every day cheaper at Amazon, many times elsewhere. But people come to the store, and that's because the store offers something people need, which is really help and support and connecting, because I think there's always been this idea in a high tech world, people really strive for high touch.
We see that in everything you create. When you can create a high touch experience that's grounded in the integrity of the brand of the product, people want to (inaudible), and these Apple stores are like magnets for people. If you really look at what happens at an Apple store, it's connections happening. It's a genius with a person trying to solve a problem. It's someone getting personal training. It's someone getting their products set up before they leave the store. It's someone learning about something that might change their life.
You know, so there's these connections that are really necessary in a digital world, you know, because you want that offset of the physical world. You want that physical experience.
JENNIFER REINGOLD: So I think it's fair to say that this was not the experience that people have or have had when they walk into a J.C. Penney store. How are you going to bring that technology experience and the experience of actually being happy in a store? I mean I don't know about you guys, but I actually bring my kids to the Apple store when they have nothing to do, just to entertain them.
JENNIFER REINGOLD: Of course, I end up spending money, so it works. But J.C. Penney is not really a place I'm bringing my kids to hang out, so --
RON JOHNSON: But that's true with all retail stores. You know, very few retail stores, I think, have truly navigated this digital future and how the digital and physical worlds come together, and that's why I came to Penney's, you know, to create really a new interface for retail.
The thing I learned from Steve, Steve was really proud of saying that in his career, in his life, he had three times he got to be part of the interface: the mouse and how that changed, you know, personal computing; the scroll wheel and how that changed the iPod, it gave you access to all your music; and then the big one was the touch screen, which became the (inaudible) on that.
The interface design change is what enables the change in customer experience for your product. So I keep thinking about how do we create a new interface for retail, that starts really from home or wherever you are in a digital way. When you come to the store, it's a totally different experience. But it makes the physical store indispensible in a digital world.
JENNIFER REINGOLD: So what is that experience going to be? What can you share about -- I mean I know this is a long process, and you've said it's going to take several years. But you are rolling out a new store format and --
RON JOHNSON: Sure, sure. Well, it's way too long to get into today. But to do it --
JENNIFER REINGOLD: Just a couple of highlights.
RON JOHNSON: You just have to -- like any business thing, a transformation is a marathon, it's not a sprint. It's been interesting for me watching all these analysts. They think this is going to change overnight. As you recall, when we were in New York in January, we said this could take four years.
JENNIFER REINGOLD: You did say that, but you also made a huge proclamation about the transformation, and I think that it was so impressive and so positive, in a sense, that the four year part may have gotten a little bit lost in it.
RON JOHNSON: Really? No clue.
JENNIFER REINGOLD: Do you regret that at all?
RON JOHNSON: No, no, no. I think it's -- all you can do as a leader for your own team, for your vendors, for all your stakeholders is to tell them where you're headed. You know, if people want to know what the vision is, and we tried to lay that out quite clearly, but it doesn't mean it's going to be easy. You know it's going to take time.
But the big thing is stores historically have been designed to pick something up. They're very transactional. They're not experiential. In the day of the Internet, when you can search anything you want, get it today from your phone and have it delivered to your door, clear the store to compete has to offer so much more.
It really harkens back to what retailing was hundreds of years ago, where you had to have the right products, but you had to have the right service, that a digital experience can't do.
Like at Apple, when we offered personal setup, it was amazing. So Apple would create the most easy, out of the box user experience. Yet we noticed that it took eight days for the average person to buy a product to set it up.
JENNIFER REINGOLD: Really.
RON JOHNSON: There's a disconnect, right? So people, as easy as an Apple product is designed to be, they hesitate to start using it. So obviously there was a gap there. There was an intimidation, as easy as it might be, because most people aren't that tech savvy.
So we said what if we could set up every product in ten minutes before they left the store, and they were using that product, falling in love with that product before they left? That would be transformational.
So we did that, and then 90 percent of the products were set up. That was an insight that really made the Apple store relevant, versus buying online. We can do that with every product we carry at J.C. Penney.
JENNIFER REINGOLD: You have millions of products at J.C. Penney. There were, what, 15 products at Apple. I mean it's a very, very different and much more complex experience.
RON JOHNSON: Yeah, but I'll give you an example, like apparel retailing, and this is what's fascinating. My take is that the physical store will have a permanent place, and it will vary by category. When I came out of Harvard Business School in the 80's, stores weren't going to work because the catalogue was going to take over.
What woman who's working, who could sit there and read a catalogue and call 1-800 and have it delivered to the door, would ever go to a store? The catalogues went through in many ways a small version of what the Internet did. After six or seven years, catalogue had seven percent of general merchandise retailing, stayed there. There were certain things that happened for that category that required you go to the store.
JENNIFER REINGOLD: So do you think that online retailing will actually level out?
RON JOHNSON: It's going to level out. I really do. I think it's going to level out by category, by business, and you know, if I had to pick today, would I rather be an online only retailer and try to compete ten years from now, or a physical retailer trying to complete ten years from now?
Knowing that the digital and physical worlds come together, I'd take a physical retailer in a heartbeat.
JENNIFER REINGOLD: With an online presence --
RON JOHNSON: Because it can do everything an online person can do and more, because it has that physical presence. You know, when you offer pickup, as many as 40 percent of the people choose to select online, pick up in store, right? That's a relatively new thing surprisingly for retail.
But then when we enhance that pickup experience, you know. So if you order clothes and you come and they're in the fitting room to try on, and you can pick several items, and you don't have to worry about a return if you don't like it, we're now solving problems that exist for a online-only retailer, with returns of 40 percent.
JENNIFER REINGOLD: But the convenience factor is worth a lot of money as well.
RON JOHNSON: Yes, yes.
JENNIFER REINGOLD: I mean just not having to be there and spend that time.
RON JOHNSON: Sure.
JENNIFER REINGOLD: So while you are working on a store transformation, and I think you're going to start rolling out some of these new looks later this year, is that right?
RON JOHNSON: Right now, we have 3,415 unique stores under construction. So next week, we'll open up a lot of new stores, because we're creating all these specialty stores. Like we'll be the best place in America to buy a pair of jeans.
Buying a pair of jeans is actually quite hard for people. There are a lot of fits, a lot of finishes. We're putting in what's called the Denim Bar with Levis that will launch next week.
JENNIFER REINGOLD: This is next week, that we can actually go, and where are you opening?
RON JOHNSON: We're opening in about 700 of our stores. So most Penney stores.
JENNIFER REINGOLD: Just so I'm clear, not the entire store is being remodeled at this point, but a section of the store?
RON JOHNSON: But there will be a Levis store. There will be other stores within the store.
JENNIFER REINGOLD: Okay. Now before you even have had the opportunity to get people in to see this new stuff, you did a very radical move in announcing that J.C. Penney was going to basically give up couponing and sales and 90 percent off, and I believe when we spoke in January, you told us that, I think it was something like 540, is that right, the average consumer gets something like 540 emails or communications with J.C. Penney in a year, and that translated into very, very little in terms of purchases.
So his idea, if I can paraphrase, is basically get rid of all that stuff. Be fair and square, as you called it, and don't pretend that something costs $300 and mark it down to $100. Tell everyone that the price is actually $120 and stick to it, with a couple of specials along the way.
Now this seemed to make a lot of sense. This surged on the announcements and so forth. So far, however, the public does not seem to be responding, or they seem to be confused about the message. So what happened?
RON JOHNSON: So fundamentally, we're changing our pricing strategy, because we want every day to be a great day to shop, and if you're designing a new interface designed by its nature, whether it's a product or an experience, what's the most important thing it has to have? It has to have integrity.
If you're going to build a relationship, you've got to have integrity to that. So it's hard to have integrity when you artificially mark up products just to mark them down.
JENNIFER REINGOLD: But people like that. Don't they get -- they get something out of that, because they feel they've gotten something over on somebody. I mean I certainly feel that way.
(Simultaneous speaking.)
RON JOHNSON: But if you look at the largest retailer in the world is Wal-Mart. They serve moderate income America, and they have an everyday pricing strategy.
About half of what we buy is bought every day. When you go to Starbucks and get a cup of coffee, it's an everyday price. When you buy an Apple product, it's an everyday price. When you go get gasoline, it's every day.
Every business has its own pricing strategy. We've chosen to go to every day. The reason we've done that, though, is because every brand has its own DNA. When Steve came back to Apple in '97, what made that work, and remember the "think different" campaign, is he connected with what Apple's unique DNA was.
If you go back to J.C. Penney, the first ten years of our store it was called the Golden Rule. It was founded --
JENNIFER REINGOLD: This is over 100 years ago.
RON JOHNSON: It's 100 years ago, but it's founded on the principle of do unto others as they do unto you. In 1920, Mr. Penney wrote a letter to shareholders or to customers saying you know, we do not believe in marking up goods beyond a fair profit. We will not mark things off 10, 20 or 50 percent off. We do not do that type of business.
That's a business model choice, and we're going to honor that as part of everything we do. It takes time. When Wal-Mart changed its pricing back in the 80's, and went back to everyday low, after about seven months, David Glass and Sam looked at each other and said "Can we do this? It's really hard." Their sales go back.
JENNIFER REINGOLD: Did they have significant drop off right away?
RON JOHNSON: They had a huge drop, and everyone's going to, because you're basically taking an unsustainable business model and you're depromoting. And you're going to do that is you reduce your expenses by more than the margin you'll drop, but you get through one year and you're onto a new future. So we just have to --
JENNIFER REINGOLD: So you think this is just a transitional period?
RON JOHNSON: It's a one year depromote, and then we've got a business based on integrity.
The other thing about retail stores, it's all about the friends you keep, the company you keep, the brands you carry. In a discount promotional model, no great brand wants to be put into that environment, because you're devaluing the brand.
So the only way to sustain a promotional model was with your own private label. So if you look at Penney's or Kohl's today, 60 percent of the products are designed by the in-house teams. They're not designed by other partners who have real great design skill. So this is going to -- fundamentally, the pricing strategy enables everything we want to do. It transforms everything.
JENNIFER REINGOLD: But it has not -- it has been even less successful than you anticipated?
RON JOHNSON: A little bit less, yes. So we plan to go backwards. We'll go back a little more. So the real fundamental question is when we end this first year, and I said that we're going to transform this company, not improve it.
We're going to treat it like a start-up. We're going to create an entirely new retail model that's built for the next 100 years. The only question is what size will the start-up be? Is it $15 billion in revenue, is it 14, is it 13.5, is it 14.5? We'll find out. That's a pretty big --
JENNIFER REINGOLD: But how low are you willing to get?
RON JOHNSON: We're going to get to the right level.
JENNIFER REINGOLD: And do you feel --
RON JOHNSON: Well, it's going to be --
JENNIFER REINGOLD: I mean the right level, just not zero.
RON JOHNSON: What I mean by that, the right level is where you've honored the integrity of your vision.
JENNIFER REINGOLD: But you need customers.
RON JOHNSON: We have lots of customers.
JENNIFER REINGOLD: You can have five very honest customers, but it's not going to help J.C. Penney as a business, right? I mean I would just push back on the couponing thing a little by saying that unlike 100 years ago, when he was able to offer this, there are so many other options today, and so many other places you can go to get similar products, where they will trumpet this stuff.
RON JOHNSON: Sure.
JENNIFER REINGOLD: I don't think that your competitors are exactly unhappy that you're trying this strategy. They seem actually to be thrilled.
RON JOHNSON: Uh-huh, no problem.
JENNIFER REINGOLD: But you're okay?
RON JOHNSON: I'm totally comfortable with it. The world's about thinking differently, and that's -- I learned that in spades working with Steve. You know, Steve frequently took a contrary perspective, and he stuck to his vision, and that was the strength of it, and we're going to do the same here.
JENNIFER REINGOLD: And good for you to stick to it, because there has been a lot of outside talk and nay saying and so forth. Is your board fully supportive?
RON JOHNSON: Yeah, they're totally supportive, you know. Yeah, most people -- you know, what happens, what's been interesting to me is in the absence of information, there's a lot of misinformation, and as you know, we've chosen not to address everything that comes up in the press.
So when you don't react, it kind of runs with it, and there are a lot of people who love to do that. But you've got to ignore all that.
Mickey Drexler said run; ignore it all, put your head down, do what you know how to do. Yeah, that's great feedback, and so I'm focused internally, and with the teams I'm creating that next interface to retail, and we'll get there.
We're making so much progress. As an example today, Oracle announced that we have transformed our entire retail platform to Oracle Retail Systems. It's a big change.
JENNIFER REINGOLD: Yeah. This is news today, that Oracle and J.C. Penney have announced a deal.
RON JOHNSON: As a company, one thing, you know, I discovered I got there. Like many large companies, we had all these systems and then built up for the year, and 90 percent customized 490 unique applications, when you should run a company of our size with fewer than 100.
So we made the decision we're going to transfer everything to Oracle, you know, the core-based platform, and we can do that spending less money than we spent last year, and begin to invest in all of these customer-facing technologies, and it's going to be real exciting.
So we're trying to simplify internally, and transform externally, and you'll see massive change over the next six months and year in-store with technology.
JENNIFER REINGOLD: So can you give some examples? Will we be able to pay the way we are in the Apple store?
RON JOHNSON: Yeah. I'll give you a couple of examples. We're rolling out right now WiFi networks, really advanced WiFi to all stores. We'll have mobile checkout, you know, rolling out now and in the fall. But we're also doing something that no retailer has done completely, is we are going 100 percent RFID with ticketing this fall.
So February 1st next year, the entire Penney's platform will be on RFID tickets. Now most people use RFID for internal operations inventory management. We're going to jump right to the customer, and my goal in 2013, by the end of 2013 is to eliminate the cash route. So you think of a physical store without a cash routing.
Can you imagine a Target store without a place to checkout? You think of a Macy's store. But what it does is we currently, about ten percent of all the money we spend, half a billion dollars a year, goes to transactions. Well that can be done through technology.
So all of that investment in people goes into service, and that's part of the redesign of the platform, because you go to the Apple store, you feel the people, the connection. You go to most retail stores, all you see is people doing work to execute the retail strategy. It's stocking shelves and transacting business.
That's going to all change, because of how we use WiFi, RFID, mobile checkout. You'll be able to check out anywhere anytime, from anyone including yourself, because we're going to roll out self checkout to our stores next year, and it's really cool and it's really easy because it's RFID-based.
You don't have to scan an item. You just throw it down and there's the price. You couldn't do that if you had coupons, and you couldn't do that in a promotional business strategy, because the customer has to figure out that every item had this unique price and was it right for this hour, you know.
So all of the strategy we're doing are linked together by a high integrity pricing strategy, and it's really complicated to see the future. But you know, people will discover as time goes on.
JENNIFER REINGOLD: So the way you roll it out, it sounds like, you know, why doesn't everybody do this? Wal-Mart has tried and struggled with RFID. It's very expensive; correct, right?
RON JOHNSON: Yes.
JENNIFER REINGOLD: I mean I understand you're saying that on the back end, you're going to end up saving if it this works. But why do you think everybody else hasn't done this?
RON JOHNSON: You know, I don't know. I can't talk for someone else, but RFID clearly is a technology that's been waiting for prime time based on the cost of the ticket. You know, I believe the ticket cost, the increase in the ticket cost versus UPC label is now at a point where the benefits way outweigh the cost of doing it.
JENNIFER REINGOLD: So maybe Wal-Mart was too early of an adopter?
RON JOHNSON: No. I think it's good they're testing. But it takes courage to go the full distance. Most people try things, but they really don't execute courage, you know. I'm just one, I've learned in my life that when I've fallen short it's when you don't let your imagination win.
You know, when we launched the genius bar years ago, nobody came. I mean literally after a year and a half, a lot of people at Apple said why don't you close that down? We had to put in Evian bottles of water in refrigerators to get people to spend time at the bar.
But we stuck with it, and today, you look at that genius bar. Could you imagine an Apple store without a genius bar? Could you imagine owning an iPhone without having a place to stop by and get that repaired or restored or fixed? You couldn't.
But that was the perfect example. Apple went through much tougher years then we're going through this year at Penney's. I joined in 2000. In 2002, Apple's revenues dropped 38 percent from 2001. In 2004, the stock was below where I joined in 2000. We all forget these things.
JENNIFER REINGOLD: That's true.
RON JOHNSON: But transformation takes time. It's not a sprint, and when you're on a marathon, the thing about running a marathon, and I've never run one, but I've known people who have, is --
JENNIFER REINGOLD: You are now.
RON JOHNSON: What they tell me is that, you know, you can judge a sprint out of the blocks. We've got the best start. It's a short race. In a marathon, people, every runner is their own strategy, you know. Some like to start slow and have a strong kick. Some like to put the pressure on.
We're in a marathon here. It's going to be four years, and we've got a very precise vision of how we're going to get there, and we're going to stick to our plan, you know, because that's what it's going to take. You know, that's what I learned at Apple; that's what it's going to take here.
JENNIFER REINGOLD: On that note, I think it's a great time to turn to questions. I'm hoping there are a lot here. Yes. If you could just identify yourself.
QUESTION: Hi, Jason Hirschorn (ph). I love to buy stuff, and I would walk into a Best Buy and all the sales people are talking about what they're going to do on a Friday, and there's tons of skews, and I don't really trust that they know what they're talking about.
I walk into Apple, I see the blue shirts. They bring the register to me, and they know everything about every product.
RON JOHNSON: Correct.
QUESTION: How are you going to bring that to J.C. Penney with a million products, because that's -- the really big thing is like if you're going to get people to come from online to the physical store, you need that expertise.
RON JOHNSON: Agree completely, and here's how I did it at Apple. When we launched that first genius bar, let me tell you what the criteria was to hire a genius. They had to do two things. They had to be able to go toe to toe with Steve Jobs on technology --
RON JOHNSON: And the Ritz Carlton would be fighting to hire them for their hotels. That was it, very simple. So these people had to have the confidence that they could debate technology with Steve, but they had the service skills you'd find at the Ritz.
If you look today at the Apple store, that's what you find, right? You find kind, friendly kids, generally younger, not all, who love and have a passion for technology and know a lot about it, right?
So now what we're doing at Penney's is we're breaking the store into 100 shops, and for each shop, we'll set the criteria. You know, so if you're going to work in the Martha Stewart store, you know, you've got to be able to go toe to toe with Martha and talk about how do you improve someone's life, how do you help them live better.
You've got to love cooking, you've got to love recipes. You've got to have great people skills. So it gets into -- they all exist. I mean the world's filled with people who have a passion for home. How many people do you know that have a passion for clothes? You might be the one. You love to shop.
JENNIFER REINGOLD: Jason, we have a job for you.
(Off mic comment; laughter.)
RON JOHNSON: But it's hard. It's hard but it can be done. It can be done.
QUESTION: I never understood why you didn't put like cots in the Apple store, because it's nicer than most hotels. I would have slept over.
JENNIFER REINGOLD: Okay. who's got another question? In the back.
QUESTION: It's Michael (name). Jason asked the question I wanted to ask. But I want to follow up. You keep referring to Steve and your Apple experience. But before that you were at Target.
RON JOHNSON: Uh-huh.
QUESTION: What do you really remember and have mapped back into your physical reincarnation, and what have you had to forget from your Target experience? What's really changed so profoundly that it's a hindrance rather than an enhancement of how you're leading today?
RON JOHNSON: That's an interesting question. You know, I believe most of what we do is forward-thinking and you rely on your intuition, and your intuition comes from all your experiences. I had a lot at Target, a lot at Apple, a lot of places. Just immersing yourself in the world, and I always try to make decisions forward-thinking, based on what I think is going to be needed now, and not what worked yesterday.
So Target goes back to the 90's. What I learned about Target, at Target, though, because I was involved with kind of the movement toward design, that really middle America appreciates good design, right?
They understand the stuff when it's presented well, and so I have great confidence that as we present a higher taste level product within our price points to our core middle America customer, that they'll respond.
When you do that, you actually earn their respect. We had a really interesting dinner last night at the Murdochs when we were talking about design, and Jerry told the story about he had been, you know, helping with Mayan ruins and stuff, and he went back in time in civilization.
The Mayan culture defined design as design's purpose was for the love of humanity. That was a really interesting thought. You design things for the love of humanity. You think about the Apple store was designed to make technology easy for people, to enrich their lives, right?
We've got to create an experience at Penney's that really honors and loves that customer, and it gets into everything you do. At Target, it was really about building a business and executing transactions and a lot of marketing. You know, a lot of marketing preceded the experience.
We want to do the opposite. We want to under-promise and over-perform. Under-promise and over-deliver. You know, I want to take middle America, put a big bear hug around middle America, and slowly take them places where they didn't know they could get.
Because today, the middle America shopping experience is not like the upscale shopping experience. I don't think they're treated with the same respect. They don't think they have the same level of service.
We think, I really believe middle America deserves that, and so we're going to design a new interface for retail that's really inspired by that Mayan principle of a love of humanity. And we'll do that. It's just going to take time.
JENNIFER REINGOLD: More questions?
QUESTION: Hi Ron, Adam Lashinsky with Fortune.
RON JOHNSON: Hi Ron.
QUESTION: What's amazing to me about what you did at Apple retail is that you eliminated channel conflict. My understanding is you really didn't care if I came in, soaked up two hours of your people's time and then went home and bought online.
But every other retailer in the world would have cared, because you didn't get the sale. The online store got the sale. How did you do that? From a wonky business perspective, how did you reward the store manager for my purchase a mile away, and will you be able -- are you going to have an anti-showrooming strategy at Penney's?
RON JOHNSON: Yeah. That's a really good question. It sounds silly, but if you put the customer first, you don't care where they buy. But you do care that they buy, right. You can't hurry someone to buy without putting pressure on them.
So at Apple, we just said just put yourself in the customer's place. Look in their heart, not their pocketbook. Spend whatever time it takes, and we already have the trust or confidence that they'll buy. Most often, customers will honor the store that's delivering the service.
But if someone wants to leave, let them go, because Apple cared deeply about its channel partners. We want them to be successful as well. You know, as long as someone buys an Apple product, Apple's prospering. Maybe not at the same rate, but in the long run, you'll earn better profits.
There's a great theory when you go to business school about good profits, bad profits. Good profits come from really treating that customer well. You know, bad profits to me are artificially inflating the price, trying to deceive the customer through a fake sale. It's not sustainable. Good profits are competing on earning loyalty through service and products and presentation, and honoring a customer in the store. Does that make sense?
So that's one of those fundamental Apple beliefs, that the customer is at the center of the experience, whether it's in a product design or a store experience. But that takes such pressure off the employee, because it's pretty easy to treat someone well.
When you have to earn a commission to earn your living, it's a whole different dynamic. You know, it's like at Penney's. We have eliminated commissions. We've done a lot of work in the last six months. Nearly 30,000 employees who were on a commission are now being paid every day and on a mission.
JENNIFER REINGOLD: Are they being paid more?
RON JOHNSON: They're paid more. So what we did is we went and took everyone's what they earned last year, and paid them that rate, and then set new pay bands and said we want one team, one mission, because we want everyone to care about that customer.
I really believe in paying people in advance for the good work we expect them to do. You know, it's pretty hard to be on a retail floor. It's not a real high-paying job, and that's one of those core fair and square principles. If we're going to be fair and square to the customer, you've got to be fair and square to your team. So that kind of answers your question, Adam.
JENNIFER REINGOLD: More questions?
RON JOHNSON: Heidi. Heidi's there.
QUESTION: Hey Ron. So one of the things that you did right out of the box, and I use "the box," is you rebranded J.C. Penney's.
RON JOHNSON: Yes.
QUESTION: And so what led you to do that quickly, and also what was the thinking behind the new brand, and by the way, the ad campaign's fabulous?
RON JOHNSON: Oh, thank you Heidi. You know, our feeling was at some point, we have to modernize J.C. Penney. J.C. Penney has this unbelievably great heritage we can draw on. But it's kind of for a lot of their mom or grandmother's store, and they have memories from when they were a kid, but it's not a part of their everyday life.
So we've got to find a way to get it into the popular consciousness, you start thinking about it, and that's one of the things I learned in my time at Target and at Apple, that mind share always precedes market share. You've got to get people thinking before they respond and come to a store.
So we rebranded Penney's pretty abruptly in February. There were pros and cons to that, because of how we did it. The pro was we got a lot of people thinking about J.C. Penney. The con is that we didn't really communicate with our core customer like we need to.
JENNIFER REINGOLD: Do you regret doing that? Is there a mistake that you wish you hadn't done?
RON JOHNSON: No, I regret. I think our execution wasn't what we needed.
JENNIFER REINGOLD: The execution of the marketing or the execution of the in-store experience?
RON JOHNSON: We've made a lot of -- we've done a lot of things right; we've done a lot of things we could do better. Our pricing's been kind of confusing. Our marketing overreached, you know. So we're going to bring that back as we move forward.
JENNIFER REINGOLD: And what does that mean, bring it back?
RON JOHNSON: We're going to simplify our pricing. You'll hear about that really soon, and we'll really honor the everyday price in a stronger way. As an example, we had a -- because we had 590 unique sales last year, and the price changed every hour.
We went to what we called three types of prices. A great everyday price. You might have a month-long value, a little lower for a month, and then best price when it's time to go away. People found that very confusing, you know.
So we're going to eliminate the month-long value and just reinforce that every item is lower and priced every day.
JENNIFER REINGOLD: That didn't quite come through.
RON JOHNSON: Didn't quite come through.
JENNIFER REINGOLD: That was your stated strategy, but when you went into the store, I mean I went in as well, it was hard to tell that you were sharing that this was a good price.
RON JOHNSON: Yeah, and we've got to do a better job, yep.
JENNIFER REINGOLD: And are you going to change anything about the actual marketing itself? I mean it's very -- I mean if you guys are probably like living under the rock, if you haven't seen it, because you spent over a billion dollars on the marketing, right?
RON JOHNSON: No, not this year. No, no, no.
JENNIFER REINGOLD: Okay. How much?
RON JOHNSON: Well, this year -- well, last year we spent a billion dollars. We're only halfway through the year.
JENNIFER REINGOLD: Okay. So I'm not totally wrong. But you also got yourself into a bit of controversy with some of the marketing.
RON JOHNSON: Yep.
JENNIFER REINGOLD: J.C. Penney hired Ellen DeGeneres as a spokesperson. The group called One Million Moms launched a boycott because she's gay, and there was a lot of controversy over a gay, two dads, Father's Day thing. Has that impacted your sales at all? It's so political.
RON JOHNSON: You know, our goal is to be neutral on all cultural issues. You know, we don't want to be perceived as taking a stand, you know. But we love Ellen. She shares our values. I like the marketing in many ways. So the spirit of the marketing will be similar. The messaging will be a little more direct.
So as an example, we'll focus much more on the products we carry, the great value, and not as much on the lifestyle we're trying to convey. So you'll see an evolution in the marketing. But it won't be a radical change, but I think it will be more productive. It will help build the business while we build the brand.
JENNIFER REINGOLD: I think we have time for one more question. I can't see really.
QUESTION: Hi. Enrique Castro from Google. In Apple, you were a vertical integration, where the stores were almost a continuation of your product and experience. As we go to J.C. Penney and we see the conflict, the different channels to market, you don't have a vertical integration (inaudible) factors.
So how you see you become a great showroom for a great experience for the users, but they're going to shop around and get better prices somewhere else, and how you are going to avoid that being a real estate demo store or a showroom, and not a transaction room?
RON JOHNSON: Well, that's a good question. The beauty for like J.C. Penney, probably nearly 75 percent of the items we carry will be unique to J.C. Penney. That could be --
JENNIFER REINGOLD: That's a big shift, isn't it?
RON JOHNSON: No, it's not a big shift, but it's what it will be. So for instance, Michael Graves will be designing housewares products for J.C. Penney now. It will be the only place in America you buy Michael Graves housewares. He'll design, we'll source.
You know, there will be other products like Levis that you can buy elsewhere. So we had to create a better experience for that like the Apple store. You know, so it's very different when you're not vertically integrated, but that's what the art of retailing is.
It's really you're connecting a creator with a customer, and we are that interface, right? So we've got to find a way to create that interface, be so special that people choose our interface versus someone else, you know.
JENNIFER REINGOLD: And how are you going to do that?
RON JOHNSON: Well, you'll stay tuned. It's a long talk.
JENNIFER REINGOLD: All right. On that note, I think we will end it. Thank you all (inaudible). Thank you for coming.


text:
66 remain, click here
36 remain, click here
50 remain, click here
Like Kline Volvo on Facebook for your chance to win tickets for opening night to Ghost The Musical!
Like us on Facebook and enter for a chance to win a NEW spring wardrobe worth over $200!
Like us on Facebook for your chance to be one of three winners! You could win a $50 restaurant gift...


text:
A mentor of mine used to say that when a seed is planted, the first thing that comes up is NOT the sprout.
The first thing that comes up is the dirt.
If you have your own business, you know exactly what this looks like.
You set an intention for growth. And the first thing that happens? A whole bunch of old stuff (that's probably not working anyway) comes up and shouts loudly at you.
In other words… you're literally moving into alignment with your intention but first you have to clear out [...] Continue Reading…
{ 8 comments }


text:
ATLANTA (AP) - Atlanta police are searching for a woman dressed in a Waffle House uniform who walked into a restaurant pretending to be an area manager - and left with about $100 in cash from the register.
PHOENIX (AP) - Republican Arizona Gov. Jan Brewer slapped down the right wing of her own party, vetoing a bill pushed by social conservatives that would have allowed people with sincerely held religious beliefs to refuse to serve gays.
WASHINGTON (AP) - Those "Nutrition Facts" labels that are plastered on nearly every food package found in grocery stores are getting a new look.
PHOENIX (AP) - The bill has galvanized business leaders and gay-rights supporters nationwide, united libertarians and Christian conservatives and stirred up a passionate debate on topics like religion and discrimination.
A seemingly endless movie awards season finally concludes Sunday with the Academy Awards. By now, many of the front-runners have established themselves, but the night's big honor - best picture - remains a dramatic question mark.
LOS ANGELES (AP) - The next time you start shaking your finger and shouting "Shame on you!" because your dog chewed up your favorite fuzzy slippers, just remember that no matter how guilty your dog looks, it doesn't know what your rant is about.
BARCELONA, Spain (AP) - Samsung's upcoming Galaxy S5 smartphone will be at least the third to have a fingerprint sensor for security but it's alone in letting you use that for general shopping, thanks to a partnership with PayPal.
WASHINGTON (AP) - Even the scoreboards in high school gyms will have to advertise only healthy foods under new rules announced Tuesday by the Obama administration.
FORT EUSTIS, Va. (AP) - Preliminary results from a survey of the Army's nearly 170,000 women show that only a small fraction of them would like to move into one of the newly opening combat jobs. Those who do want to make the move say they want a job that takes them right into the heart of battle.
WASHINGTON (AP) - For women who carry a notorious cancer gene, surgery to remove healthy ovaries is one of the most protective steps they can take. New research suggests some may benefit most from having the operation as young as 35.
LOS ANGELES (AP) - CNN's prime-time talk show "Piers Morgan Live" is coming to an end, the news channel said Sunday.
MIDDLESBORO, Ky. (AP) - A snake-handling pastor who appeared on the National Geographic television reality show "Snake Salvation" has died after being bitten by a snake during a weekend church service in Kentucky.
SEOUL, South Korea (AP) - Recent Korean history reveals a sobering possibility: It may only be a matter of time before North Korea launches a sudden, deadly attack on the South. And perhaps more unsettling, Seoul has vowed that this time, it will respond with an even stronger blow.
VIERA, Fla. (AP) - Chipper Jones putting on pinstripes?
ATLANTA (AP) - An amended $40.9 billion budget plan in Georgia would restore what amounted to cuts for rural school districts and reduce some of the funding cuts for a school nutrition program, a ranking Republican said Monday.
NEW YORK (AP) - No need to say goodbye to Elisabeth Hasselbeck. She's staying put as a co-host of "The View" despite reports insisting otherwise.
WASHINGTON (AP) - Senate Democrats are preparing a catchall government funding bill that denies President Barack Obama money for implementing signature first-term accomplishments like new regulations on Wall Street and his expansion of government health care subsidies but gives Democrats modest additional funding for domestic priorities like health research.
ATLANTA (AP) - Revenge is on the menu at the Georgia Capitol.
SEOUL, South Korea (AP) - North Korean state media said Monday that Pyongyang had carried through with a threat to cancel the 60-year-old armistice that ended the Korean War, as it and South Korea staged dueling war games amid threatening rhetoric.
ATHENS, Ga. (AP) - The University of Georgia plans to compare the salaries of male and female professors in an attempt to find out whether they're getting equal pay for equal work and accomplishment.
WARREN, Ohio (AP) - Investigators were focused on speed as a key factor in the crash of a sport utility vehicle carrying eight teenagers that smashed into a guardrail and flipped over into a swampy pond, killing five boys and the young woman driving.
ATLANTA (AP) - A Georgia bill that was intended as a simple fix for unintended consequences of a 2011 crackdown on illegal immigration is suddenly drawing opposition.
PHOENIX (AP) - Republican Sen. John McCain of Arizona said Friday that some of the more than 2,000 illegal immigrants recently released by the Homeland Security Department because of budget cuts may have been convicted of serious crimes, citing "local sources."
NEW YORK (AP) - A burst of hiring in February pushed stocks higher on Wall Street.
WASHINGTON (AP) - Flight attendants, pilots, federal air marshals and even insurance companies are part of a growing backlash to the Transportation Security Administration's new policy allowing passengers to carry small knives and sports equipment like souvenir baseball bats and golf clubs onto planes.
WASHINGTON (AP) - A burst of hiring last month added 236,000 U.S. jobs and reduced the unemployment rate to 7.7 percent from 7.9 percent in January. The robust gains suggested that the economy can strengthen further despite higher taxes and government spending cuts.


text:
|About the campaign
|Frequently Asked Questions
|How to Make a Good Confession
|Videos about Confession
|Parish Resources
Upcoming Events for Catholics in Colorado
Instructions: How to use this calendar:
- Events are sorted by date, most recent first. To sort by ministry, click here.
- Click on the -category tag next event title to see all events related to that specific ministry or topic.
- Events listed under particular archdiocesan offices does not necessarily imply that office's sponsorship or endorsement
- To submit an event, see our event submission procedure [click here]
- To submit a correction, email firstname.lastname@example.com.


text:
'Glee' goes green with a little help from a KCA slime explosion. Chris Colfer's life rules!
Embed this Video
WWE champs Big Show and The Miz pump up the crowd for their slime smackdown.
These Victorious co-stars show that working and playing are the same thing. Watch them catch up at KCA 2012!
Cymphonique Miller and her How To Rock homies prepare for an Orange Carpet concert.
The cast of Victorious show their shining faces on the Orange Carpet and talk about their nomination for Best TV Show!
The KCAs are about to start, and this group of kids has something to say - it is THEIR show after all!
Australian pop star Cody Simpson gets some screams from the ladies on his way into KCA 2012.
Noah Munck and Nathan Kress split from their cutie-pie co-stars and strut the Orange strip.
New Nick super talent Rachel Crow treats the Orange Carpet to a soulful snippet of a One Direction song. Does she pull it off?!
Hit the photobooth with Jesse McCartney and remember, you CAN 'have it all.'
It's always a 'big time rush' to see our boys, and today is no different. Kendall, Carlos, James and Logan arrive in style.
that world would be full of Krabby Patties.
Think you're super smart like SpongeBob? Play now and solve two ALL-NEW chapters!


text: Gore Creek Fly Fisherman invites beginners and experts alike to sample some of the West's finest fly fishing with Vail Valley's friendliest and most experienced guide service. From half-day wades on small intimate waters to full-day floats down the mighty Colorado and everything in between, we will custom book your trip. The finest in apparel, equipment, & service. FREE casting clinics daily at 10:30am at all four locations. Permitted by USFS & BLM. See our ad on back cover and coupon inside.


text:
"The Chicago River and surrounding land have the potential to be a top entertainment and recreation destination for residents and tourists alike. We look forward to seeing proposals that will optimize the Chicago River area and, ideally, showcase Chicago businesses."
Chicago has been named the 2014 Earth Hour Capital of the US by the World Wildlife Fund Earth Hour City Challenge. Tell us what you think it means to be a sustainable city by joining the "City in a Garden" poster design contest.
|Apr 17, 2014
|Mayor Emanuel, Chicago Park District to Rehab, Build 103 Playgrounds this Year
|Apr 17, 2014
|A.T. Kearney Global Cities Index Names Chicago a Top Global City
|Apr 17, 2014
|Mayor Emanuel Announces Task Force to Study Potential Locations for the Lucas Cultural Arts Museum
|Apr 16, 2014
|Mayor Emanuel Congratulates Chicago's Gold Medal Paralympic Sled Hockey Athletes
|Apr 16, 2014
|Mayor Emanuel Kicks Off 2014 Street Resurfacing Program
|View All News Releases
|Apr 19, 2014
|Automated Passport Control Arrives at MDW
|Apr 17, 2014
|Minutes of the March 2014 Board Meeting
|Apr 16, 2014
|Outstanding Public Safety, City Service Personnel Honored During National Public Safety Telecommunicators Week
|Apr 15, 2014
|Mayor Emmanuel Announces Record Drop in Chicago Youth Smoking Rates
|Apr 14, 2014
|Revised Informational Brochure Regarding Outside Employment
|View All Other City Updates
Chicago has 213,000 catch basins


text:
Organised by the Institute of Neuroinformatics (INI), ETH / UZH, Zurich, in collaboration with the Institute of Neuromorphic Engineering (INE), the series of "Capo Caccia Workshops toward Cognitive Neuromorphic Engineering" represents a new initiative started in 2007 to promote research and education in Neuromorphic Engineering.
The workshop takes place Sardinia, Italy at the Hotel Capocaccia, close to the town of Alghero, and is complementary to the extremely successful Telluride Neuromorphic Engineering Workshop, organized yearly in the US.
Both series of workshops are organized in unison, in a way to optimize continuity and impact. They both combine lectures on state-of-the-art results achieved in the domain of neuromorphic engineering, with tutorials and courses on interdisciplinary topics ranging from basic visual neuroscience to VLSI layout design techniques.
The lectures and discussions are complemented by hands-on activities in which both young student and senior academic staff work together on practical projects such as BMI interfaces, robot locomotion, learning and classification with mixed SW and VLSI networks of spiking neurons, etc.
For more information on this year's workshop, visit the main workshop site.
Giacomo Indiveri
Rodney Douglas


text:
|This article needs more medical references for verification or relies too heavily on primary sources. (September 2013)
|Panax quinquefolius foliage and fruit
|Scientific classification
Subgenus Panax
Subgenus Trifolius
Ginseng (pronounced /ˈdʒɪnsɛŋ/[1]) is any one of 11 species of slow-growing perennial plants with fleshy roots, belonging to the genus Panax of the family Araliaceae.
Ginseng is found only in the Northern Hemisphere, in North America and in eastern Asia (mostly Korea, northeast China, Bhutan, and eastern Siberia), typically in cooler climates. Panax vietnamensis, discovered in Vietnam, is the southernmost ginseng known. This article focuses on the series Panax ginsengs, which are the adaptogenic herbs, principally Panax ginseng and P. quinquefolius. Ginseng is characterized by the presence of ginsenosides.
Siberian ginseng (Eleutherococcus senticosus) is in the same family, but not genus, as true ginseng. Like ginseng, it is considered to be an adaptogenic herb. The active compounds in Siberian ginseng are eleutherosides, not ginsenosides. Instead of a fleshy root, Siberian ginseng has a woody root.
- 1 Etymology
- 2 Economics
- 3 Traditional uses
- 4 Research
- 5 Side effects
- 6 Overdose
- 7 Common classification
- 8 Other plants sometimes called ginseng
- 9 See also
- 10 References
- 11 Further reading
- 12 External links
The English word ginseng derives from the Chinese term rénshēn (simplified: 人参; traditional: 人蔘). Rén means "Person" and shēn means "plant root"; this refers to the root's characteristic forked shape, which resembles the legs of a person.[2] The English pronunciation derives from a southern Chinese reading, similar to Cantonese yun sum (Jyutping: jan4sam1) and the Hokkien pronunciation "jîn-sim".
The botanical/genus name Panax means "all-heal" in Greek, sharing the same origin as "panacea", and was applied to this genus because Linnaeus was aware of its wide use in Chinese medicine as a muscle relaxant.
Besides P. ginseng, many other plants are also known as or mistaken for the ginseng root. The most commonly known examples are xiyangshen, also known as American ginseng 西洋参 (P. quinquefolius), Japanese ginseng 東洋参 (P. japonicus), crown prince ginseng 太子參 (Pseudostellaria heterophylla), and Siberian ginseng 刺五加 (Eleutherococcus senticosus). Although all have the name ginseng, each plant has distinctively different functions. However, true ginseng plants belong only to the Panax genus.[3]
|Ginseng (generic term)
|Chinese name
|Simplified Chinese
|Traditional Chinese
|人蔘 or 人參
|Vietnamese name
|Vietnamese alphabet
|Nhân Sâm
|Korean name
|Japanese name
|Ginseng species
|Chinese name
|Simplified Chinese
|Traditional Chinese
|Korean name
|Japanese name
Ginseng is called Gunasingi (குணசிங்கி) in Tamil.
In 2010, nearly all of the world's 80,000 tons of ginseng in international commerce was produced in four countries: South Korea, China, Canada,[4] and the United States. The product was marketed in over 35 countries. Sales exceeded $2.1 billion, of which half came from South Korea.[5] Historically, Korea has been the largest provider, and China the largest consumer. Control over the ginseng fields was an issue in the 16th century.[6]
Traditional uses[edit]
The root is most often available in dried form, either whole or sliced. Ginseng leaf, although not as highly prized, is sometimes also used; as with the root, it is most often available in dried form. Folk medicine attributes various benefits to oral use of American ginseng and Asian ginseng (P. ginseng) roots, including roles as an aphrodisiac, stimulant, type II diabetes treatment, or cure for sexual dysfunction in men.[7]
Ginseng may be included in small doses in energy drinks[8] or herbal teas, such as ginseng coffee.[9] It may be found in hair tonics and cosmetic preparations, as well, but those uses have not been shown to be clinically effective.
Ginsenosides, unique compounds of the Panax species, are under basic and clinical research to investigate their potential for use in medicine.[10]
Much research has been done on Ginseng with varying results. A study showed taking Siberian Ginseng daily can increase the number of white blood cells including activity of the T cells as well as the cytotoxic T cells and natural killer cells that eliminate invading cells and those that have been virally infected.[11][12][13] A double blind-study with 93 volunteers with herpes simplex virus 2 (which can lead to genital herpes) found that there was a reduction (of 50%) in the number of outbreaks. Those that did occur were less severe and did not last as long.[11][12][13]
Ginseng is known to contain phytoestrogens.[14][15][16]
Side effects[edit]
A common side effect of P. ginseng may be insomnia,[17] but this effect is disputed.[18] Other side effects can include nausea, diarrhea, headaches, nose bleeds,[19] high blood pressure, low blood pressure, and breast pain.[20] Ginseng may also lead to induction of mania in depressed patients who mix it with antidepressants.[21]
Ginseng has been shown to have adverse drug reactions with phenelzine and warfarin; it has been shown to decrease blood alcohol levels.[22]
The common adaptogen ginsengs (P. ginseng and P. quinquefolia) are generally considered to be relatively safe even in large amounts. One of the most common and characteristic symptoms of acute overdose of Panax ginseng is bleeding. Symptoms of mild overdose may include dry mouth and lips, excitation, fidgeting, irritability, tremor, palpitations, blurred vision, headache, insomnia, increased body temperature, increased blood pressure, edema, decreased appetite, dizziness, itching, eczema, early morning diarrhea, bleeding, and fatigue.[3]
Symptoms of gross overdose with Panax ginseng may include nausea, vomiting, irritability, restlessness, urinary and bowel incontinence, fever, increased blood pressure, increased respiration, decreased sensitivity and reaction to light, decreased heart rate, cyanotic (blue) facial complexion, red facial complexion, seizures, convulsions, and delirium.[3]
Patients experiencing any of the above symptoms are advised to discontinue the herbs and seek any necessary symptomatic treatment.[3]
Common classification[edit]
Asian ginseng (root)[edit]
Panax ginseng is available commercially as fresh, red, and white ginsengs; wild ginseng is used where available.[citation needed]
Red ginseng[edit]
Red ginseng (Hangul: 홍삼; hanja: 紅蔘; RR: hong-sam; traditional Chinese: 紅蔘; simplified Chinese: 红参; pinyin: hóng shēn), P. ginseng, has been peeled, heated through steaming at standard boiling temperatures of 100 °C (212 °F), and then dried or sun-dried. It is frequently marinated in an herbal brew which results in the root becoming extremely brittle. It is more common as herbal medicine than white ginseng. This version of ginseng is traditionally associated with stimulating sexual function and increasing energy. Red ginseng is always produced from cultivated roots, generally from Korea.
A study of ginseng's effects on rats found that while both white ginseng and red ginseng appear to reduce the incidence of cancer, the effects appear to be greater with red ginseng.[23]
Another study showed potentially beneficial effects of a combination of Korean red ginseng and highly active antiretroviral therapy in HIV-1-infected patients.[24]
Falcarinol, a 17-carbon diyne fatty alcohol isolated from carrot and red ginseng, was thought to have potent anticancer properties on primary mammary epithelial (breast cancer) cells.[25]
Other acetylenic fatty alcohols in ginseng (panaxacol, panaxydol and panaxytriol) have antibiotic properties.[26]
Fresh ginseng[edit]
Fresh ginseng is the raw product. Its use is limited by availability.
White ginseng[edit]
White ginseng, native to America, is fresh ginseng which has been dried without being heated. It is peeled and dried to reduce the water content to 12% or less. White ginseng air-dried in the sun may contain less of the therapeutic constituents. It is thought by some that enzymes contained in the root break down these constituents in the process of drying. Drying in the sun bleaches the root to a yellowish-white color.
Wild ginseng[edit]
Wild ginseng grows naturally and is harvested from wherever it is found. It is relatively rare, and even increasingly endangered, due in large part to high demand for the product in recent years, which has led to the wild plants being sought out and harvested faster than new ones can grow (it requires years for a root to reach maturity). Wild ginseng can be either Asian or American, and can be processed to be red ginseng.
Woods-grown American ginseng programs in Vermont, Maine, Tennessee, Virginia, North Carolina, West Virginia and Kentucky,[27][28] and United Plant Savers have been encouraging the planting of ginseng both to restore natural habitats and to remove pressure from any remaining wild ginseng, and they offer both advice and sources of rootlets. Woods-grown plants have a value comparable to wild-grown ginseng of similar age.
Partially germinated ginseng seeds harvested the previous Fall can be planted from early Spring until late Fall, and will sprout the following Spring. If planted in a wild setting and left to their own devices, they will develop into mature plants which cannot be distinguished from native wild plants. Both Asian and American partially germinated ginseng seeds can be bought from May through December on various eBay sales. Some seed sales come with planting and growing instructions.
P. quinquefolius American ginseng (root)[edit]
According to traditional Chinese medicine, American ginseng promotes yin energy, cleans excess yang and calms the body. The reason it has been claimed that American ginseng promotes yin (shadow, cold, negative, female) while Asian ginseng promotes yang (sunshine, hot, positive, male) is that, according to traditional Chinese medicine, things living in cold places or northern side of mountains or southern side of rivers are strong in yang and vice versa, so the two are balanced.[citation needed] Chinese/Korean ginseng grows in Manchuria and Korea, the coldest area known to many Koreans in ancient times. Thus, ginseng from there is supposed to be very yang.
Originally, American ginseng was imported into China via subtropical Guangzhou, the seaport next to Hong Kong, so Chinese doctors believed American ginseng must be good for yang, because it came from a hot area. They did not know, however, that American ginseng can only grow in temperate regions. Nonetheless, the root is legitimately classified as more yin because it generates fluids.[29]
Most North American ginseng is produced in the Canadian provinces of Ontario and British Columbia and the American state of Wisconsin, according to Agri-food Canada. P. quinquefolius is now also grown in northern China.
The aromatic root resembles a small parsnip that forks as it matures. The plant grows 6 to 18 in tall, usually bearing three leaves, each with three to five leaflets two to five inches long.
Other plants sometimes called ginseng[edit]
These mostly "adaptogenic" plants are sometimes referred to as ginsengs, but they are either from a different family or genus. Only jiaogulan actually contains compounds closely related to ginsenosides, although ginsenosides alone do not determine the effectiveness of ginseng. Since each of these plants has different uses, one should research their properties before using.[30]
- Codonopsis pilosula (poor man's ginseng)
- Schisandra chinensis (five-flavoured berry)
- Gynostemma pentaphyllum (southern ginseng, jiaogulan)
- Eleutherococcus senticosus (Siberian ginseng)
- Pseudostellaria heterophylla (prince ginseng)
- Withania somnifera (Indian ginseng, ashwagandha)
- Pfaffia paniculata (Brazilian ginseng, suma)
- Lepidium meyenii (Peruvian ginseng, maca)
- Oplopanax horridus (Alaskan ginseng)
Other plants which are referred to as ginsengs may not be adaptogens (although notoginseng is in the genus Panax):
- Angelica sinensis (female ginseng, dong quai)
- Panax notoginseng (known as san qi, tian qi or tien chi; hemostatic ingredient in yunnan bai yao)
See also[edit]
- Codonopsis pilosula "poor man's ginseng"
- Food therapy
- Herbalism
- List of herbs with known adverse effects
- List of ineffective cancer treatments
- Salvia miltiorrhiza
- ^ "ginseng". Cambridge Dictionaries Online. Retrieved 2011-06-04.
- ^ Oxford Dictionaries Online, s.v. "ginseng".
- ^ a b c d Chinese Medical Herbology and Pharmacology, by John K. Chen, Tina T. Chen
- ^ Brian L. Evans, "Ginseng: Root of Chinese-Canadian Relations," Canadian Historical Review (1985) 66#1 pp 1-26
- ^ Baeg, In-Ho, and Seung-Ho So. "The world ginseng market and the ginseng." Journal of ginseng research 37.1 (2013): 1. online
- ^ Seonmin Kim, "Ginseng and Border Trespassing Between Qing China and Choson Korea," Late Imperial China (2007) 28#1 pp 33-61
- ^ "As ginseng prices soar, diggers take to the backcountry". Fox News. 2012-09-28. Retrieved 28 September 2012.
- ^ "Do You Know What's in Your Favorite Energy Drink?". Retrieved 28 October 2013.
- ^ Clauson KA, Shields KM, McQueen CE, Persad N (2008). "Safety issues associated with commercially available energy drinks". J Am Pharm Assoc (2003) 48 (3): e55–63; quiz e64–7. doi:10.1331/JAPhA.2008.07055. PMID 18595815.
- ^ Qi LW, Wang CZ, Yuan CS (June 2011). "Ginsenosides from American ginseng: chemical and pharmacological diversity". Phytochemistry 72 (8): 689–99. doi:10.1016/j.phytochem.2011.02.012. PMC 3103855. PMID 21396670.
- ^ a b Heungsup, Sung. "Korean Red Ginseng Slows Depletion of CD4 T Cells in Human Immunodeficiency Virus Type 1-Infected Patients". NCBI. Retrieved 19 September 2013.
- ^ a b Khan, Ayesha. "Siberian Ginseng and its infection fighting capabilities". Health Beacon. Retrieved 19 September 2013.
- ^ a b Steven D, D. Ehrlich. "Asian ginseng". University of Maryland Medical Center. Retrieved 19 September 2013.
- ^ Lee YJ, Jin YR, Lim WC, et al. (January 2003). "Ginsenoside-Rb1 acts as a weak phytoestrogen in MCF-7 human breast cancer cells". Arch. Pharm. Res. 26 (1): 58–63. doi:10.1007/BF03179933. PMID 12568360.
- ^ Chan RY, Chen WF, Dong A, Guo D, Wong MS (August 2002). "Estrogen-like activity of ginsenoside Rg1 derived from Panax notoginseng". J. Clin. Endocrinol. Metab. 87 (8): 3691–5. doi:10.1210/jc.87.8.3691. PMID 12161497.
- ^ Lee Y, Jin Y, Lim W, et al. (March 2003). "A ginsenoside-Rh1, a component of ginseng saponin, activates estrogen receptor in human breast carcinoma MCF-7 cells". J. Steroid Biochem. Mol. Biol. 84 (4): 463–8. doi:10.1016/S0960-0760(03)00067-0. PMID 12732291.
- ^ http://www.umass.edu/cnshp/faq.html
- ^ "The Ginseng Book." Stephen Fulder, PhD
- ^ "Ginseng definition - Medical Dictionary definitions of some medical terms defined on MedTerms". Medterms.com. 2012-09-20. Retrieved 2013-03-26.
- ^ Kiefer D, Pantuso T (October 2003). "Panax ginseng". Am Fam Physician 68 (8): 1539–42. PMID 14596440.
- ^ Fugh-Berman A (January 2000). "Herb-drug interactions". Lancet 355 (9198): 134–8. doi:10.1016/S0140-6736(99)06457-0. PMID 10675182.
- ^ Izzo AA, Ernst E (2001). "Interactions between herbal medicines and prescribed drugs: a systematic review". Drugs 61 (15): 2163–75. doi:10.2165/00003495-200161150-00002. PMID 11772128.
- ^ Yun TK, Lee YS, Lee YH, Kim SI, Yun HY (December 2001). "Anticarcinogenic effect of Panax ginseng C.A. Meyer and identification of active compounds". J. Korean Med. Sci. 16 (Suppl): S6–18. doi:10.3346/jkms.2001.16.S.S6 (inactive August 23, 2013). PMC 3202204. PMID 11748383.
- ^ Sung H, Jung YS, Cho YK (August 2009). "Beneficial effects of a combination of Korean red ginseng and highly active antiretroviral therapy in human immunodeficiency virus type 1-infected patients". Clin. Vaccine Immunol. 16 (8): 1127–31. doi:10.1128/CVI.00013-09. PMC 2725544. PMID 19535541.
- ^ "fatty alcohols and aldehydes". Cyberlipid.org. Retrieved 2013-03-26.
- ^ "fatty alcohols and aldehydes". Cyberlipid.org. Retrieved 2013-03-26.
- ^ state.tn.us TDEC: DNH: Ginseng Program
- ^ "Care and Planting of Ginseng Seed and Roots". Ces.ncsu.edu. 1914-06-30. Retrieved 2013-03-26.
- ^ Chinese Herbal Medicine: Materia Medica, Third Edition by Dan Bensky, Steven Clavey, Erich Stonger, and Andrew Gamble 2004
- ^ Winston, David; Maimes, Steven (2007). Adaptogens: Herbs for Strength, Stamina, and Stress Relief. Healing Arts Press.
Further reading[edit]
- Baeg, In-Ho, and Seung-Ho So. "The world ginseng market and the ginseng." Journal of ginseng research 37.1 (2013): 1. online
- Evans, Brian L. "Ginseng: Root of Chinese-Canadian Relations," Canadian Historical Review (1985) 66#1 pp 1–26
- Johannsen, Kristin (2006). Ginseng Dreams: The Secret World of America's Most Valuable Plant. University Press of Kentucky.
- Kim, Seonmin. "Ginseng and Border Trespassing Between Qing China and Choson Korea," Late Imperial China (2007) 28#1 pp 33–61
- Pritts, K.D. (2010). Ginseng: How to Find, Grow, and Use America´s Forest Gold. Stackpole Books. ISBN 978-0-8117-3634-3
- Taylor, D.A. (2006). Ginseng, the Divine Root: The Curious History of the Plant That Captivated the World. Algonquin Books. ISBN 978-1-56512-401-1
External links[edit]
- MedlinePlus-Ginseng - National Institutes of Health
- Asian Ginseng - NCCAM - National Institutes of Health
- Ginseng Abuse Syndrome disputed
- Panax ginseng - American Family Physician
|Wikimedia Commons has media related to Ginseng.


text:
Contact Ben Paquette if you have any questions, or to report broken or dead links.
|6v6 Volleyball League
Entries Due: Wednesday, October 9th @ 2:00pm
Forfeit Bonds Due: Thursday, October 10th, 6:00pm
Mandatory Captain/Rep Meeting: Thursday, October 10th @ 6:00pm in Hill Center 104
League Begins: Monday, October 21st.
Forfeit Bond Price: Two bonds at $25 each. Cash or check accepted. Make all checks to "Ithaca College". We will not accept checks with combined forfeit bond amounts.
Get your friends together and enjoy this great recreational sport! Bump, set, and spike your way to victory through our round robin and playoff seasons! It's a great way to work up a sweat and enjoy time together with your pals!


text:
|Women's Swimming & Diving » Schedule » Roster » News » Coaches » 2012-2013 Season Statistics
Crusader Swim Schedule Sees Variety in 2005-2006
Friday, July 01, 2005Valparaiso University swim coach Bryan Morrison has announced his 2005-2006 schedule and has put together a line-up that will have his Crusaders competing in a variety of meets, including several invitationals, a couple of dual meets, and several double-dual competitions.
The season kicks off on October 7 in Notre Dame, Ind. at that Dennis Stark Relays. The event is made up entirely of relay events.
The dual meet season begins on October 21 as the Crusaders head to Xavier (Ohio). Two days later, Valpo will take part in a four-team dual meet at Butler competing with the host Bulldogs along with Saint Louis and Evansville.
The Eastern Illinois Invitational will be held over two days on November 4 and 5 before the Crusaders head to Wisconsin the following weekend. November 12 Valpo swims Wisconsin-Green Bay and will compete in a double-dual at Wisconsin-Milwaukee with South Dakota State the next day.
Two more invitationals will close out the 2005 calendar year for the Crusaders. The Ball State Invitational will be contested November 18 and 19 while the House of Champions Invitational in Indianapolis, Ind. will take place two weeks later.
Valparaiso will start 2006 at Illinois-Chicago in dual meet action on January 7 before hosting Eastern Illinois on January 21 in the lone home action at the Athletics-Recreation Center on the season.
The season comes to a close February 16-18 at the Mid-Continent Conference Championships in Indianapolis.
Morrison returns 14 men and eight women from last years squads that finished fifth and third respectively in the Mid-Con last season.
Women's Swimming & Diving Archives
2005-06 Women's Swimming & Diving
Valparaiso University | 1700 Chapel Drive | Valparaiso, IN 46383-4543
©2014 Valparaiso University. All Rights Reserved.
Privacy Statement | Terms of Use | Mobile Site
Baseball | Basketball | Cross Country | Football | Golf
Soccer | Swimming & Diving | Tennis | Track & Field
Basketball | Bowling | Cross Country | Golf | Soccer
Softball | Swimming & Diving | Tennis | Track & Field


text:
Thanks to a micro-ribbed texture, these RV Step Rugs boast a no-slip grip! Made of durable olefin fibers with a solid rubber backing.
UV-coated for all-season durability. Simply wrap this rug around your stairs, and hook the springs into corresponding holes for a snug fit. Choose between 18" or 23"-wide model.
Durable, long-lasting Rugs for LESS! Get yours ONLINE today!
Outrigger® RV 18x17" Step Rugs
Outrigger® RV 22x23" Step Rugs
You qualify for a free gift. It will be added to your cart automatically.
Shop Similar Items
to find something that we have now or that can be backordered.
If you would like to be notified when we have this item available for sale, click
and enter your email address to receive an email notification.


text:
Taylor Hall shows up in your arena, and bombards it until there's nothing left.
Sam Gagner remains comfortably stable at #6
The number 23 has been worn by twenty six players for the Habs in over a 100 years of history, but only two make it to this list. Who wore it better?
It's the dog days of the off season, and a Sunday to boot. So what better way to occupy yourself than this awesome half hour recap of the 1993 Stanley Cup finals between the Habs and Kings?
Our Question of the Week asks for suggestions to celebrate the Tampa Bay Lightning's upcoming 20th anniversary season.
Sam Gagner is going to get better - the question is, how much?
Sam Gagner's comparables are wide-ranging.
Sam Gagner remains under fire...
Looking back on moments in Habs history
A pair of injury infested teams meet up Thursday night, as the Montreal Canadiens visit the Pittsburgh Penguins.
We'll email you a reset link.
If you signed up using a 3rd party account like Facebook or Twitter, please login with it instead.
You must be a member of Raw Charge to participate.
We have our own Community Guidelines at Raw Charge. You should read them.
You must be a member of Raw Charge to participate.
We have our own Community Guidelines at Raw Charge. You should read them.
Choose an available username to complete sign up.
In order to provide our users with a better overall experience, we ask for more information from Facebook when using it to login so that we can learn more about our audience and provide you with the best possible experience. We do not store specific user data and the sharing of it is not required to login with Facebook.


text:
The only cross-platform, all-in-one live streaming production software that enables capture,
live production, and encoding of live streams for broadcast to multiple servers and platforms simultaneously.
TV Production without the TV budget
With Wirecast you can stream professional-looking live broadcasts from any location with just a camera, computer and an Internet connection.
Try all the features of Wirecast with a free trial, or buy now at our secure online store.


text:
MacGyver wrote:My first gripe of this thread: I had the last gripe until you came along ABs and made yours the last one!
MacGyver wrote:Oooooh I like the way you think Mogs. Although bragging about getting the last gripe in prolly isn't a good thing....
sirwanksalot wrote:Let it be dead then instead of starting another premenstrual whine fest. That's my gripe. That and I have sand in my vagina.
allblacks wrote:It looks like it is dead!
MacGyver wrote:allblacks wrote:It looks like it is dead!
Nah its obon. No one's around.
allblacks wrote:For the life of me I cant work out why they didnt put the new september holidays in Obon...
Mogura wrote:Wha??? Do you mean to say that foreigners actually take vacations during Obon?
exUsagiCoalMiner wrote:allblacks wrote:For the life of me I cant work out why they didnt put the new september holidays in Obon...
Because that would make sense, and it does not compuite here...
allblacks wrote:Joined Konami Supoootsu last night. Pretty soon I will be able to gripe about the gym as well. Haha. Kidding!
valve-bouncer wrote:Fuck me, I hope to christ you are a troll because the possibility of someone so mind-numbingly boring as you walking amongst us gives me the fear.
angryboy wrote:You`ll have gripes mate if you are serious about working out.First,Konami is not a gym - it`s a sports club.
The eikaiwa of the gym world.Set up to get fuckwits in and convince them they will lose weight and get fit
simply by signing up.Space takers and time wasters basically.
Shawn wrote:This is no frivolous gripe: I bought my house at the end of June, signed all the papers and bought insurance. I get a phone call from the realtor a day ago saying that there was a problem with the paperwork for the automatic payment of the insurance. You're telling me this two months after the fact? Idiots. Because of this error, payment may be delayed and I might have to work out some other arrangement in the meantime. WTF? Grrr....
exUsagiCoalMiner wrote:How in the fuck does a hamburger shop run out of hamburger meat?
exUsagiCoalMiner wrote:How in the fuck does a hamburger shop run out of hamburger meat? Was running behind on my lunch break, so went to the Nishi-Umeda McDs. Order a cheeseburger, and they tell me sorry there's no patties for hamburgers or cheeseburgers. But I can order a quarter pounder if I want.
I asked if they'd sell me the QP for the same price as the CB. The register lady about had a heart attack, then got pissy with me when I only ordered off the Y100 menu. You don't get to get angry with me for YOUR fuck up.
sirwanksalot wrote:I stepped on the scale and it read 6 kgs heavier than it did last month. Back to my no whites/sugar diet.
Users browsing this forum: No registered users and 0 guests


text: In two weeks the Veteran's club members raised over $1,400.00 to assist the club members with club activities and the other students and faculty keep asking when were doing it again. The students had fun getting out and talking to other students and we all had a huge feeling of accomplishment when we were told our Krispy Kreme fundraiser raised the most funds overall other fund raising ideas and we had a great time doing it. Raised $0! With the help of 0


text:
Oprah Winfrey has a confession to make: she wasn't prepared to run her own cable network.
Winfrey on Monday told "CBS This Morning" that had she known how hard it would be to get the Oprah Winfrey Network going, she might not have attempted it in the first place.
The implication is that no matter how much you build up your personal celebrity, business success is never a guarantee.
The year-old OWN, a joint venture between Winfrey's production company Harpo and Discovery Communications, has been beset by disappointing ratings and internal mismanagement since it launched in January 2011. The company recently laid off 30 staffers and upped its reliance on Discovery and its executives. Neal Kirsch, 47, the former chief financial officer of Discovery's 14 U.S. networks, became OWN's new chief operating officer and chief financial officer in March.
Among Winfrey's admitted "101 mistakes" while running her network, one of the most crucial, she said, was launching OWN too early.
"It's like having the wedding when you know you are not ready and you are walking down the aisle, and you are saying, 'I don't know, maybe we should have postponed it,'" Winfrey, 58, told CBS.
OWN on Sunday struck a distribution deal with Comcast, which will likely give the network a further boost. (CBS This Morning)
Sales Buzz
LivingSocial Hiring (FINS)
The Internet coupon business is a tough business to thrive in. The Washington, D.C.-based daily deals site LivingSocial doesn't play around when it comes to finding and retaining the best talent.
Groupon Supports CFO (WSJ)
Jason Child, Groupon's chief financial officer, still has a job as of now, despite calls for his termination. The daily deals company recently restated its financial information, following accounting mistakes over the past few months.
Charming Growth (Chain Store Age)
The specialty retailer Charming Charlie, based in Houston, Texas, has hired four new retail executives as it gets ready to expand its operations and open 60 new stores this year.
New E-Commerce Head (Retailing Today)
The sporting and outdoor equipment chain Recreational Equipment Inc., based in Kent, Wash., has promoted its vice president of e-commerce, Brad Brown, to lead its e-commerce and direct sales operations.
Hostess Cuts (WSJ)
The embattled packaged baked goods company Hostess has been asking its employees to take salary freezes and benefit reductions in order to make the company thrive.
Marketing Buzz
Target's New CMO (Retailing Today)
Jeffrey Jones, II, president of the Durham, N.C., advertising agency McKinney, is joining Target as chief marketing officer. Jones, 44, replaces Michael Francis, who left to join J.C. Penney as its new president.
Beetz's Bid (WSJ)
As Avon Products continues its hunt for a new chief executive to replace Andrea Jung, the sharks are circling. Bernd Beetz, chief executive of the fragrance maker Coty Inc. made an unsolicited offer to buy the embattled cosmetics retailer for $10 billion. Avon rejected the bid.
Dentsu's U.S. Chief (Ad Age)
Ad Age profiles Tim Andree, chief executive of Dentsu Network West, the U.S. division of Japan's largest advertising agency, Dentsu.
More College Hiring (Reuters)
College graduate hiring is making a comeback as big companies, such as Amazon, Apple and Chrysler, are pursuing more candidates than in previous years.
Measured Movements (FINS)
New technologies called auto-analytics are allowing users to gather detailed data about their every move at work.
Buzz Around the Office
It's a Bloomberg party!
List of the Day: Avoiding Burnout
You're wrong if you think burnout only happens to the plus-40 set. Here's how to avoid it at an early age.
1. Know when to take a break, and take one.
2. Be prepared for the low times and how you will handle them.
3. Take time to be on your own.
(Source: Forbes)
A great resume is the key to landing an interview.
Does yours tell a compelling story – highlighting your accomplishments, focusing on your strengths, and reflecting your personal brand? If not, we can help.
Remember Me?
Forgot Password?


text:
In the meantime, there are many resources offered to aid genuine estate sellers, some of it is worthless and can easily be described as a squander of area. This report focuses only on ideas that have been confirmed to perform via years of sensible application.
When you have made the decision to offer your residence, try out adding a couple of energy effective things to support entice consumers. By including objects like vitality efficiant lights and Vitality Star rated appliances to your property, you are attracting prospective purchasers with the assure of strength financial savings.
As you put together to record your property on the market, you must first determine a realistic, honest cost. Appear at other residences in the very same location and set a price tag that corresponds to the regular. If you price it way too large, you may have to decrease it.
As you marketplace your residence, endeavor to lessen the volume of things inside, even if you have yet to shift. Potential purchasers require to see them selves residing in the residence, so tidying up enables them to considerably more easily do just that. In addition, you will get an innovative start on your relocating initiatives.
Give consumers with a packet of helpful data when they seem at your house. Incorporate any data that you feel will assist the customer make the very best selection about the house. From folks who have labored on your property to various factors of the community, make confident you know a lot about the property ahead of you try to market it. Providing the consumer access to this details will allow them to learn about the level of care that you place into the house even though it was yours.
Now that you have reviewed these suggestions, your purpose must be to integrate them into a concrete revenue strategy. Create a plan using what you have realized and will not be scared of the market's conditions. Refer to this article if you at any time have to refresh your memory about these suggestions, and be certain to preserve oneself up-to-date with the marketplace.